what finance can learn from the toughest endurance bike race on...
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What finance can learn from the toughest endurance bike race on Earth
Doug BartonDirector, IBM Analytics
©2015 IBM Corporation2
- AlbertEinstein
““
Growth comes through analogy;
through seeing how things connect, rather than only seeing how
they might be different.
What finance can learn from the toughest endurance bike race on Earth
ibm.biz/cfostudy
©2016 IBM Corporation4
North America
Central and South America
Western Europe
Middle East and AfricaCentral and Eastern Europe
Asia Pacific
Japan
We interviewed 5,247 business leaders for this study, including 643 CFOs from 54 countries
©2016 IBM Corporation5
We identified a group of CFOs with functions that are very efficient and excel at producing business insights
Other finance teams
81%
Finance Efficiency§ Enterprise-wide information standards§ Standard financial chart of accounts§ Common finance data definitions and
data governance§ Standard/common finance processes
Business Insight§ Operational planning and
forecasting capability§ Finance talent development§ Common planning platform
+Effectiveness at:
We call these finance teams Value Integrators
Value Integrators
19%
©2016 IBM Corporation6
We also identified a small subset of Value Integrators that perform even better than the rest of the group
Other finance teams
More Advanced Analytics§ Profitability & econ analysis§ Pricing§ Demand planning & forecasting§ Product & services dev§ Mergers and acquisitions
81%
*Effectiveness at:
Value Integrators
19%
4%of total sample
We call these finance teams Performance AcceleratorsValue Integrators are both particularly efficient and skilled at producing business insights
PerformanceAcceleratorsalso possess superior analytical powers and excel at pursuing profitable growth
©2015 IBM Corporation7
IBM Analytics for Performance Achievement
Guided business processes, mobile, collaboration
Financial & Operational Performance Management
Disclosure Management & Financial Close
Sales Performance Management
Governance, Risk and Compliance
Predictive intelligence and scenario analytics
Big data & analytics platform
©2015 IBM Corporation8
- Albert Einstein
““
Growth comes through analogy; through seeing
how things connect, rather than only seeing
how they might be different.
©2015 IBM Corporation9
©2015 IBM Corporation10
©2015 IBM Corporation11
©2015 IBM Corporation12
©2015 IBM Corporation13
©2015 IBM Corporation14
©2015 IBM Corporation15
©2015 IBM Corporation16
©2015 IBM Corporation17
©2015 IBM Corporation18
©2015 IBM Corporation19
“I raced my perfect race with IBM Analytics”What can finance learn from the toughest endurance bike race on Earth?
1. Get real-time data that matters
2. Model your business
3. Add contextual data and analytics to create foresight
©2015 IBM Corporation20
120º F -- It’s the right time for real time
Dave’s core temperature
… & interventions
Photos courtesy of Jess Gossdeck | Monument Valley
… to guide effort ...
©2015 IBM Corporation21
In a hot seat, It’s the right time for real time
§Marketing & Sales | “foot traffic” in retail gives lead time to campaign resource shifts
§Operations | Monitor machines to keep repair costs down and use maintenance resources effectively
§Finance | Link customer churn to effects on revenue and profit
©2015 IBM Corporation22
Model Dave’s businessJust what matters
52 links of chain across 13 tooth sprocket turns wheel ~ 4 times
4 turns of 27” circumference wheel = 3 yards
80 revolutions per minute = 240 yards
52 teeth on big ring per each revolution
Velocity = distance / timeWatts
©2015 IBM Corporation23
Distance
SlopeWind
Time
Use context & foresight to create “luck”Don’t guess when you can know
XVelocity
0mi 320mi 640mi 960mi 1,280mi 1,600mi 1,920mi 2,240mi 2,560mi 2,880mi
10,857.1 ft
8,350 ft
5,700 ft
2,850 ft
0 ft
©2015 IBM Corporation24
θ
©2015 IBM Corporation25
Use context & foresight to create “luck”Don’t guess when you can know
Dave logged 7 stops and 14 hours off bike over 8 days, 20 hours.
Just 7 decisions made well = 12 hour difference for no calories, zero watts! Created “Luck”!
©2015 IBM Corporation26
Model YOUR business with external data and advanced analytics
§Marketing & Sales | weather is leading indicator of demand (retail) or losses (insurance); sentiment can predict adoption or churn
§Operations | advanced analytics offers predictive insight into maintenance requirements eliminating down-time and catastrophic losses
§Finance | Link economic activity data to effects on revenue and profit
©2015 IBM Corporation27
“I raced my perfect race with IBM Analytics”Dave Haase, 2015 Race Across America Silver Medalist
§ Get real-time data that matters
§ Model your business
§ Add contextual data and analytics to create foresight
…and…
§ Build a great team!
§ … you can join a long list of innovative clients … Analytics
& cognitiveCloudThe Internet
of ThingsContextual
data
©2015 IBM Corporation28
Point Defiance Zoo BC Egg Waratah Rugby
#madewithIBM
See how IBM technology is changing the world today.www.ibm.com/smarterplanet/us/en/madewithibm/
©2015 IBM Corporation29
Organizations have rapidly expanded the use of advanced analytics* across business functions
Source: Analytics: The upside of disruption. IBM Institute for Business Value 2015 Analytics research study. © 2015 IBM Institute for Business Value.Source: Analytics: The upside of disruption. IBM Institute for Business Value 2015 Analytics research study.
Breadth of analytic use,as reported by respondents:
In2014,
10%oforganizationswereusingadvancedanalyticsinthreeormorefunctionalareas
In2015,
71%oforganizations areusingadvancedanalyticsinthreeormorefunctionalareas
* Advanced analytics are defined as the extensive useof predictive, prescriptive or cognitive analytics within a business function
©2015 IBM Corporation30
Invitation: Start Today
ibm.com/WatsonAnalytics
More than a million registered users
Data discovery powered by Cognitive
Enables the “Citizen Analyst”
©2015 IBM Corporation31
Invitation: Take a test drive
ibm.com/PlanningTrial
©2015 IBM Corporation32
- Michelangelo
““
The greater danger for most of us lies not in setting our aim too high and falling short;
but in setting our aim too low, and
achieving our mark.
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